PMI · PMP
Validates the ability to lead and direct projects using predictive, agile, and hybrid methodologies, covering people leadership, project execution and delivery, and business environment alignment with strategic objectives.
Questions
613
Duration
230 minutes
Passing Score
70%
Difficulty
ProfessionalLast Updated
Feb 2026
Use this PMP practice exam to prepare for Project Management Professional (PMP) with realistic questions, detailed explanations, and focused study modes. The practice bank includes 613 questions for PMI PMP, so you can review the exam steadily instead of relying on one long cram session.
As you practice, pay extra attention to patterns in your missed answers. Start with short sessions to identify weak areas, then move into timed quizzes once your accuracy is consistent.
The explanations are especially useful when you want to connect exam wording to the responsibilities and scenarios described in the official certification guidance. Use the free preview first, then unlock the full question bank when you are ready to build a complete study routine.
The Project Management Professional (PMP)® is the globally recognized gold standard certification for project managers, administered by the Project Management Institute (PMI). It validates a practitioner's ability to lead and direct projects using predictive, agile, and hybrid methodologies, demonstrating competence across the full project lifecycle — from initiation and planning through execution, monitoring, and closure. Unlike narrowly scoped technical certifications, the PMP tests applied, scenario-based knowledge across three interconnected domains: People, Process, and Business Environment.
The current exam reflects the modern realities of project management, with approximately half of all content dedicated to agile and hybrid approaches alongside traditional predictive methods. Candidates must demonstrate not only technical proficiency in scheduling, budgeting, risk management, and quality control, but also the leadership and interpersonal skills needed to guide cross-functional and virtual teams. A new version of the exam is scheduled for launch in July 2026, introducing updated content including AI integration, sustainability, and expanded business environment coverage, so candidates planning to sit for the current exam should do so before that date.
The PMP is designed for experienced project managers and project leaders who are actively managing projects and wish to formally validate their expertise. Ideal candidates hold roles such as Project Manager, Program Manager, Project Lead, IT Project Manager, or Senior Project Coordinator and have several years of hands-on project management experience. It is relevant across industries including IT, construction, healthcare, finance, manufacturing, and consulting.
This certification is best suited to mid-career professionals who already possess practical project management experience and want to differentiate themselves, pursue senior leadership roles, or increase their earning potential. It is not an entry-level credential — candidates are expected to have led projects end-to-end before sitting for the exam.
PMI requires candidates to meet one of two educational tracks before applying. Those with a four-year degree (bachelor's or equivalent) must have at least 36 months of project leadership experience within the past eight years, along with 35 contact hours of formal project management education or training. Candidates with a high school diploma or associate's degree must have 60 months of project leadership experience within the past eight years, plus the same 35 contact hours requirement.
The 35 contact hours of project management education can be fulfilled through PMI Authorized Training Partners, university courses, online programs, or employer-provided training. Active holders of the PMI Certified Associate in Project Management (CAPM) credential are exempt from the 35-hour training requirement. All experience must be documented through PMI's online application, which requires descriptions of roles and responsibilities on individual projects.
The PMP exam consists of 180 total questions, of which 175 are scored and 5 are unscored pretest items used by PMI to evaluate potential future questions. The exam is divided into three sections of 60 questions each, with two optional 10-minute breaks between sections (break time is not deducted from exam time). The total seated exam time is 230 minutes. The exam is delivered via computer at Pearson VUE testing centers worldwide or through online proctoring.
Question types include multiple-choice (single answer), multiple responses (select all that apply), matching, hotspot, and fill-in-the-blank. The majority of questions are scenario-based, requiring candidates to apply judgment in realistic project situations rather than recall definitions. PMI uses psychometric analysis for scoring and does not publish a simple percentage pass score; instead, candidates receive a performance report rating each domain as Above Target, Target, Below Target, or Needs Improvement. PMI has indicated a passing threshold of approximately 70%, but the official scoring model is based on item response theory.
The PMP certification carries one of the strongest salary premiums of any professional credential. According to PMI's Project Management Salary Survey, PMP-certified professionals in the United States report a median salary of $135,000, compared to $109,157 for non-certified peers — a gap of approximately 24%. Globally across 21 surveyed countries, PMP holders earn a median of 33% more than non-certified project managers. Professionals who have held the PMP for more than ten years report U.S. median salaries of $173,000. PMI data also shows that the ROI from PMP certification is comparable to an MBA, at a fraction of the time and cost investment.
Beyond salary, the PMP opens doors to senior roles including Program Manager, Portfolio Manager, PMO Director, and VP of Project Delivery across industries such as IT, aerospace, pharmaceuticals, finance, and construction. It is recognized by employers in over 200 countries and is frequently listed as a preferred or required credential in senior project management job postings. With PMI projecting a global talent gap of up to 30 million project professionals needed by 2035, demand for credentialed project leaders continues to outpace supply, making the PMP one of the most durable and high-return credentials available to working professionals.
5 sample questions with answers and explanations. Start a practice session to test yourself across all 613 questions.
Preview — answers shown1. A project manager discovers that a vendor delivered materials that meet the technical specifications but are of lower grade than typically used. Quality is acceptable but grade is reduced. What should the project manager do? (Select one!)
Explanation
Quality refers to the degree to which characteristics fulfill requirements, while grade is a category assigned to products having the same functional use but different technical characteristics. Low quality is always a problem; low grade may not be. Since the materials meet technical specifications, quality is acceptable. The project manager should accept conforming deliverables and assess whether the lower grade impacts project objectives or stakeholder satisfaction. Rejection is inappropriate when specifications are met. Corrective actions address defects, not acceptable deliverables. Escalation is unnecessary when deliverables conform to requirements.
2. A Scrum team's velocity has been inconsistent across the last five sprints: 28, 42, 31, 45, and 33 story points. The Product Owner is frustrated by the inability to forecast release dates reliably. What should the Scrum Master investigate first? (Select two!)
Multiple correct answersExplanation
Inconsistent velocity often stems from changes in estimation methods or team composition disruptions. If the team is estimating differently across sprints or if team members are being pulled away or replaced, velocity becomes unreliable. The Scrum Master should ensure estimation consistency and protect the team from external disruptions. While backlog refinement affects what gets worked on, it should not cause velocity fluctuations if the team capacity is stable. The Definition of Done affects what counts as complete but should be consistent across sprints. Tracking individual performance metrics contradicts agile principles of team-based accountability and does not address velocity inconsistency.
3. A software development project uses a Fixed Price Incentive Fee (FPIF) contract with a target cost of $400,000, target fee of $60,000, ceiling price of $510,000, and share ratio of 70/30 (buyer/seller). The project completes with actual costs of $380,000. What is the seller's final fee? (Select one!)
Explanation
In FPIF contracts, cost savings are shared between buyer and seller according to the share ratio. First, calculate cost variance: Target Cost minus Actual Cost equals $400,000 minus $380,000 equals $20,000 savings. With a 70/30 share ratio, the seller receives 30 percent of the savings which equals $6,000. The final fee equals Target Fee plus Seller's Share which equals $60,000 plus $6,000 equals $66,000. The $46,000 incorrectly subtracts instead of adds the seller's share. The $60,000 ignores the cost savings entirely. The $74,000 incorrectly applies the 70 percent buyer's share to the seller.
4. A project manager facilitates the Identify Stakeholders process and creates a power/interest grid. The CEO has high power and low interest. The primary end user has low power but high interest. How should the project manager manage these two stakeholders? (Select one!)
Explanation
The power/interest grid categorizes stakeholders into four quadrants with corresponding engagement strategies. High power/low interest stakeholders like the CEO should be Kept Satisfied by meeting their needs without overwhelming them with excessive detail, typically through executive summaries and key decision points. Low power/high interest stakeholders like end users should be Kept Informed through adequate communication to maintain support, such as regular updates, demos, and opportunities for feedback. High power/high interest stakeholders require Manage Closely engagement with intensive communication. Low power/low interest stakeholders need minimal effort through Monitor strategy. Misclassifying engagement levels risks either losing executive support through under-communication or wasting executive time with unnecessary details, and either ignoring valuable user input or over-relying on stakeholders without decision authority.
5. A project manager facilitates a risk identification workshop and identifies a risk with 40 percent probability and 75,000 dollar negative impact. The team develops a mitigation strategy costing 20,000 dollars that reduces probability to 15 percent. Should the project manager recommend implementing this mitigation strategy? (Select one!)
Explanation
The mitigation strategy should not be implemented because its cost exceeds the expected monetary value benefit. Original EMV is 0.40 × 75,000 = 30,000 dollars. After mitigation, EMV is 0.15 × 75,000 = 11,250 dollars. The reduction in EMV is 18,750 dollars, but the mitigation costs 20,000 dollars, resulting in a net loss of 1,250 dollars. Comparing mitigation cost directly to potential impact ignores probability and overvalues mitigation. Risk mitigation is not always recommended; responses should be proportional to risk exposure. While accepting may be appropriate, the decision should be based on EMV analysis, not a blanket statement about cost-effectiveness. Optimal risk responses balance risk reduction against response costs.
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